All of these are ways to buy stocks. They have smartphone apps to buy stocks which would be an example of a stockbroker, some store websites also offer a link to buy shares through their site. Hiring a physical stoke broker is also a method of purchasing stocks
Answer:
False
Explanation:
The payback period refers to the specific period of time that it is required to recover the amount invested and it is an important factor to take into account but the project with the shortest payback period is not necessarily the most desirable investment because other factors are also considered, for example, the expected profit and the conditions in the environment that may affect the assumptions made. Because of that, the answer is that the statement is false.
Answer:
monopolistic competition
Explanation:
Monopolistic competition -
It refers to a type of competition , where the some sellers sell similar products but exactly the same , is referred to as monopolistic competition .
The goods and services are not exactly the copy of each other , rather are just similar in nature , with similar components .
Hence , from the given scenario of the question ,
The correct answer is monopolistic competition .
All of them are the non-manufacturing business where process costing would most likely be used.
Explanation:
- All are non-manufacturing business which are as follows,
- An auto body shop.
- A furniture repair shop.
- A laboratory that tests water samples for lead A tailoring shop.
- A beauty shop.
- Non-manufacturing business costs refers to those business where it is incurred outside the factory or production unit
- Non-manufacturing costs includes,
- selling expenses
- general expenses
- Selling Expenses
- It is also called as selling and distribution expenses.
- Non-manufacturing expenses have no impact on the production cost of the company due to their period costs.
Explanation:
The long-running debate between the ‘rational design’ and ‘emergent process’ schools of strategy formation has involved caricatures of firms' strategic planning processes, but little empirical evidence of whether and how companies plan. Despite the presumption that environmental turbulence renders conventional strategic planning all but impossible, the evidence from the corporate sector suggests that reports of the demise of strategic planning are greatly exaggerated. The goal of this paper is to fill this empirical gap by describing the characteristics of the strategic planning systems of multinational, multibusiness companies faced with volatile, unpredictable business environments. In-depth case studies of the planning systems of eight of the world's largest oil companies identified fundamental changes in the nature and role of strategic planning since the end of the 1970s. The findings point to a possible reconciliation of ‘design’ and ‘process’ approaches to strategy formulation. The study pointed to a process of planned emergence in which strategic planning systems provided a mechanism for coordinating decentralized strategy formulation within a structure of demanding performance targets and clear corporate guidelines. The study shows that these planning systems fostered adaptation and responsiveness, but showed limited innovation and analytical sophistication
